One of the great things about being a business owner is you call your own shots. Every morning you dictate your activities and energy level. It is certainly a blessing many employees around the country would like to try for just one day. It is a blessing but also a curse.
Many business owners get so unfocused that they end up chasing one opportunity after the other, never really focusing on their long-term goals.
The solution: A plan.
Business owners are the worst when it comes to planning. Most spend more time planning their vacations than the future of their businesses. If you fall into that group, complete the following exercise:
Jot down where you want your business to be in 3 years. Be specific with sales figures, number of clients and employees.
Take a look at your information. Start to break it down. For example, if you want 300 clients in 3 years, you'll need 100 by the end of year 1. After you find out what you need in year 1, start jotting down what it will take to make those numbers.
Presto, you have a plan. Keep it posted above your computer. When you are bogged down in meetings or bouncing from project to project, take a loot at your plan. Ask yourself: "Is this activity helping me reach my goals?" If the answer is no, stop doing it.
--Ron Ameln, SBM
Thursday, January 21, 2010
Friday, January 15, 2010
Are You A Rock or Sponge?
Therapists have a saying and it goes something like this: "When people come to us with a problem, the real problem is never what our patients' think." In other words, alcohol isn't your real problem, it is something that is leading you to drink. A therapists job is to pull back the layers and locate the real problem, and then the patient can work on solving that problem.
I thought of this the other day when talking to a local entrepreneur. This entrepreneur has been in business for about 15 years and she attended a peer group to gain new insights into herself and her business. After attending, she came to the conclusion that "I've seen everything in 15 years and none of these people can help me."
Houston: we've found the real problem.
John Wooden, the great basketball coach, has a famous saying, "It's what you learn after you know everything that really matters."
Entrepreneurs are certainly independent. Many fled the corporate world because they didn't want to answer to THE MAN each day. Those traits are great for running a company, but can also hold these owners back.
Most of the successful business owners I know are sponges, soaking in everything they can. They don't put up a wall and convince themselves they "know it all." They use what they can and are always open to new ideas, no matter who might provide them.
One of the best ideas for Jack Stack, owner of SRC Holdings in Springfield, Mo., came from the janitor. That idea and many others helped Stack turn around the near-bankrupt firm around.
There's not much hope for this entrepreneur, but there is hope for you. The lesson: put your ego to the side for a minute. You don't have to take the janitors advice, but you should at least listen. Your future may depend on it.
--Ron Ameln, SBM
I thought of this the other day when talking to a local entrepreneur. This entrepreneur has been in business for about 15 years and she attended a peer group to gain new insights into herself and her business. After attending, she came to the conclusion that "I've seen everything in 15 years and none of these people can help me."
Houston: we've found the real problem.
John Wooden, the great basketball coach, has a famous saying, "It's what you learn after you know everything that really matters."
Entrepreneurs are certainly independent. Many fled the corporate world because they didn't want to answer to THE MAN each day. Those traits are great for running a company, but can also hold these owners back.
Most of the successful business owners I know are sponges, soaking in everything they can. They don't put up a wall and convince themselves they "know it all." They use what they can and are always open to new ideas, no matter who might provide them.
One of the best ideas for Jack Stack, owner of SRC Holdings in Springfield, Mo., came from the janitor. That idea and many others helped Stack turn around the near-bankrupt firm around.
There's not much hope for this entrepreneur, but there is hope for you. The lesson: put your ego to the side for a minute. You don't have to take the janitors advice, but you should at least listen. Your future may depend on it.
--Ron Ameln, SBM
Monday, January 4, 2010
Management By The Numbers
When I start talking about numbers with my entrepreneurial friends they all start rolling their eyes. "There he goes again, talking about numbers." I can certainly understand their objections. After all, these risk-taking business owners are leading companies because they have a passion for what they do, not because they have a passion for flow charts and spreadsheets.
I used to think that way as well. Until my business coach showed me how to use my numbers to solve the weaknesses in my business. The numbers always tell a story, and if you get to know your numbers, you can solve your deepest business issues.
This concept works in all phases of life and business. Take, for example, the St. Louis Blues hockey team. The underachieving team recently fired its head coach because of the team's poor performance. So, how does the new coach start to solve some of the team's problems? Well, a look at the numbers shows the team's two main weaknesses, a poor power play (one of the league's worst) and a poor home ice record (the worst in the league). If the new coach wants to get the Blues into the top 8 slots for a playoff birth in the next four months, he must improve on these two weaknesses. Really, nothing else matters. If the Blues were just .500 at home this year and average (compared to the rest of the league) on the power play, the team would be in the coveted top 8 already. Solve these problems and the team is in the playoffs.
The numbers tell the new coach where to look to solve the team's problems. The lesson: If you don't chart and measure your performance in a variety of ways, you won't know how to correct your weaknesses.
--Ron Ameln, SBM
I used to think that way as well. Until my business coach showed me how to use my numbers to solve the weaknesses in my business. The numbers always tell a story, and if you get to know your numbers, you can solve your deepest business issues.
This concept works in all phases of life and business. Take, for example, the St. Louis Blues hockey team. The underachieving team recently fired its head coach because of the team's poor performance. So, how does the new coach start to solve some of the team's problems? Well, a look at the numbers shows the team's two main weaknesses, a poor power play (one of the league's worst) and a poor home ice record (the worst in the league). If the new coach wants to get the Blues into the top 8 slots for a playoff birth in the next four months, he must improve on these two weaknesses. Really, nothing else matters. If the Blues were just .500 at home this year and average (compared to the rest of the league) on the power play, the team would be in the coveted top 8 already. Solve these problems and the team is in the playoffs.
The numbers tell the new coach where to look to solve the team's problems. The lesson: If you don't chart and measure your performance in a variety of ways, you won't know how to correct your weaknesses.
--Ron Ameln, SBM
Saturday, December 12, 2009
Welcome To St. Louis in 2020
Welcome to the Year 2020. You might not recognize St. Louis much these days, but the region is thriving. Jobs and industries continue to pop up. 10 years ago many of our local leaders rallied together and focused on four primary initiatives. Our leaders and our region focused mainly on these initiatives. Here's how we did it:
1. Focused on Education: Back in 1999, only 24.5% of area high school students graduated from college, compared with 34.7% in Kansas City and 31.4% in Chicago. Our high school graduation rate was also horrendous. Our leaders realized that the region that produced the most educated, innovative workforce would gain the companies and jobs in the future. We were behind in a big way. Our corporate leaders decided to adopt students (just like the Big Brother program). The students received internships and help to attend college. Employees became mentors. They also gained experience and a belief they could actually make a difference. It worked.
2. Our City and County finally became one. When it came to being on the same page and building your region for the future, separate City and County governments just didn't work. Now, we're one and on the same page. Now, governments and municipalities don't work against each other. We all move as one toward a common goal: building our region. Even St. Charles County has agreed to help, paying its fair share for things like the Zoo.
3. Focused on our core: Downtown. The expansion Westward and the suburban sprawl might have been great for the many citizens looking for a change, but it damaged our city's core, downtown. Our leaders realized we couldn't build a serious future without a strong core. Back in 2009, our downtown office vacancy rate was 21.5% (compared to Chicago's 15.5% and Kansas City's 16.7%). Our leaders changed that. The city/county merger and incentives helped bring businesses back to the downtown area. A vibrant downtown area helped bring larger corporations into the region.
4. Global Expertise. Our leaders realized that only 5% of the world's population is from the U.S. Companies that can export open themselves up to huge markets. St. Louis decided to be the leaders in exporting. We set up several different incubators (just to help growing businesses learn the exporting trades). Experts soon moved here to lend a hand and within 5 years St. Louis became the mecca of international trade. If you had any business, from 400 employees to one, you wanted to be in St. Louis to help jump-start your international venture.
Turning this city around wasn't as hard as you'd think. After all, we already had a strong foundation in industries like health care and education. All we needed was a commitment and some hard work.
--Ron Ameln, SBM
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1. Focused on Education: Back in 1999, only 24.5% of area high school students graduated from college, compared with 34.7% in Kansas City and 31.4% in Chicago. Our high school graduation rate was also horrendous. Our leaders realized that the region that produced the most educated, innovative workforce would gain the companies and jobs in the future. We were behind in a big way. Our corporate leaders decided to adopt students (just like the Big Brother program). The students received internships and help to attend college. Employees became mentors. They also gained experience and a belief they could actually make a difference. It worked.
2. Our City and County finally became one. When it came to being on the same page and building your region for the future, separate City and County governments just didn't work. Now, we're one and on the same page. Now, governments and municipalities don't work against each other. We all move as one toward a common goal: building our region. Even St. Charles County has agreed to help, paying its fair share for things like the Zoo.
3. Focused on our core: Downtown. The expansion Westward and the suburban sprawl might have been great for the many citizens looking for a change, but it damaged our city's core, downtown. Our leaders realized we couldn't build a serious future without a strong core. Back in 2009, our downtown office vacancy rate was 21.5% (compared to Chicago's 15.5% and Kansas City's 16.7%). Our leaders changed that. The city/county merger and incentives helped bring businesses back to the downtown area. A vibrant downtown area helped bring larger corporations into the region.
4. Global Expertise. Our leaders realized that only 5% of the world's population is from the U.S. Companies that can export open themselves up to huge markets. St. Louis decided to be the leaders in exporting. We set up several different incubators (just to help growing businesses learn the exporting trades). Experts soon moved here to lend a hand and within 5 years St. Louis became the mecca of international trade. If you had any business, from 400 employees to one, you wanted to be in St. Louis to help jump-start your international venture.
Turning this city around wasn't as hard as you'd think. After all, we already had a strong foundation in industries like health care and education. All we needed was a commitment and some hard work.
--Ron Ameln, SBM
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Thursday, December 10, 2009
Say Goodbye To The Economic Decade From Hell
There is one more good reason to pop the champagne and ring in the New Year--saying goodbye to the Economic Decade From Hell.
This will be a decade to erase from memory. 9-11 and two recessions later, we're finally saying goodbye and hopefully good riddance.
Here are some low lights from the past decade:
-Unemployment in the St. Louis area went from 3% in 1999 to 9.8% today.
-Missouri building permits decreased 82% from peak to trough during the decade.
-St. Louis population growth continued to lag. Between 1990-2008, St. Louis resident population grew 9%, while Kansas City grew 22% and Chicago grew 17% (U.S. population grew 22%).
-Housing prices in St. Louis area have fallen 14% since 2007.
-St. Louis downtown office vacancy rate is now 21.5%, compared to Chicago's 15.5% and Kansas City's 16.7%.
Needless to say, I'll be hoisting my glass and hoping for a better decade ahead.
--Ron Ameln, SBM
This will be a decade to erase from memory. 9-11 and two recessions later, we're finally saying goodbye and hopefully good riddance.
Here are some low lights from the past decade:
-Unemployment in the St. Louis area went from 3% in 1999 to 9.8% today.
-Missouri building permits decreased 82% from peak to trough during the decade.
-St. Louis population growth continued to lag. Between 1990-2008, St. Louis resident population grew 9%, while Kansas City grew 22% and Chicago grew 17% (U.S. population grew 22%).
-Housing prices in St. Louis area have fallen 14% since 2007.
-St. Louis downtown office vacancy rate is now 21.5%, compared to Chicago's 15.5% and Kansas City's 16.7%.
Needless to say, I'll be hoisting my glass and hoping for a better decade ahead.
--Ron Ameln, SBM
Saturday, December 5, 2009
Your Company Is What You Do, Not Who You Are
An entrepreneur friend of mine surprisingly took his life last week, leaving behind a wife and children. My thoughts and prayers go out to him and his family.
While I'm not sure of the exact reasons for his actions, I do know his business and industry were suffering through a major decline. He went from having a soaring business with many employees to just a few. I'm sure this business downfall weighed heavily on him the past few years.
As and entrepreneur, it's easy to forget that our companies and our work "are what we do, they are not who we are."
That's certainly easy to sit back and say. We work long hours and are driven by bottom line results. Our employees become like children. We end up worrying about their progress and futures just like our own kids.
Even though it's tough, we've got to make this distinction. Even during troubling times like the past few years, our lives go on despite what happens with our companies. From my friend, I'm going to remember this lesson.
--Ron Ameln, SBM
While I'm not sure of the exact reasons for his actions, I do know his business and industry were suffering through a major decline. He went from having a soaring business with many employees to just a few. I'm sure this business downfall weighed heavily on him the past few years.
As and entrepreneur, it's easy to forget that our companies and our work "are what we do, they are not who we are."
That's certainly easy to sit back and say. We work long hours and are driven by bottom line results. Our employees become like children. We end up worrying about their progress and futures just like our own kids.
Even though it's tough, we've got to make this distinction. Even during troubling times like the past few years, our lives go on despite what happens with our companies. From my friend, I'm going to remember this lesson.
--Ron Ameln, SBM
Carrying A Man Purse And Running A Business
I met an entrepreneur friend of mine recently for lunch and he showed up wearing a Man Purse. Yes, that's right. He showed up with a purse, carrying such items as tissues, camera, keys, cell phone.
I gave him the obligatory 30 seconds of ribbing and then let him explain himself. "It's not a man purse," he said. "It's a European Shoulder Bag."
Oh, excuse me...Whatever.
Later, I starting thinking more about his man purse...ahem, European Shoulder Bag. You know, the same characteristics that make him wear his bag in public are the same characteristics that make him a great entrepreneur.
He's innovative, doesn't care what others think and isn't afraid to take a chance. He never waits to see how others feel about his decisions. He makes decisions based on what is best for his company and future (no one else), and he doesn't follow everyone's path--he creates his own.
Do you showcase these characteristics in your business?
Maybe I shouldn't have made fun of him after all.
--Ron Ameln, SBM
I gave him the obligatory 30 seconds of ribbing and then let him explain himself. "It's not a man purse," he said. "It's a European Shoulder Bag."
Oh, excuse me...Whatever.
Later, I starting thinking more about his man purse...ahem, European Shoulder Bag. You know, the same characteristics that make him wear his bag in public are the same characteristics that make him a great entrepreneur.
He's innovative, doesn't care what others think and isn't afraid to take a chance. He never waits to see how others feel about his decisions. He makes decisions based on what is best for his company and future (no one else), and he doesn't follow everyone's path--he creates his own.
Do you showcase these characteristics in your business?
Maybe I shouldn't have made fun of him after all.
--Ron Ameln, SBM
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